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Automation with Intelligence: Reimagining the organisation in the ‘Age of With’
2
Automation with Intelligence: Reimagining the organisation in the ‘Age of With’
AI increases the productive capacity of the human The talent needed to automate is hard to find: 59
workforce. Over 90 per cent of organisations expect it per cent of those piloting automation believe they
to increase their workforce capacity. On average they lack the workforce capacity and skills required.
expect a 26 per cent increase in back-office capacity
over the next three years and a 17 per cent increase in Demographic trends are shrinking the pool of
capacity in their core business operations. Despite the available talent. By 2028 there will be up to 8
opportunity presented by intelligent automation to in- million fewer workers in Europe than today.
crease productivity, 44 per cent of organisations have
not yet calculated how their workforce’s roles and But in recent years, the relationship between
tasks, and the way tasks are performed, will change. workers and many organisations has changed,
allowing for full-time, part-time, contract, freelance
Moreover, almost two-thirds of organisations have and gig employment. Organisations should better
not considered what proportion of their work- utilise the ‘alternative workforce’ which offers
force needs to retrain as a result of automation. short-term access to highly-skilled workers during
Even organisations that have automated at scale the implementation and scaling of automation.
(51+ automations) are not yet thinking about
this, with 53 per cent stating that they have not
yet explored whether their workforce needs to A supportive workforce
reskill as a result of their automation strategy.
There is a widespread perception that automation
Reskilling based on how the human workforce will may eliminate jobs. But 74 per cent of survey
interact with machines, including changes to role respondents believe their workforce is either
definitions, should be baked into organisations’ supportive or highly supportive of their intelli-
plans for intelligent automation adoption in order gent automation strategy. The perceived level of
to leverage the expected capacity enhancement. stakeholder support tends to grow significantly as
But 38 per cent of organisations are not yet re- organisations move further along their automation
training employees whose roles have changed. journey. Thirty-two per cent of executives whose
organisations are piloting said their workforce
is unsupportive, compared to just 12 per cent in
Redefining work organisations which are implementing or scaling.
• the integration of development, learning, and Read the full report, Automation with
new experiences into the day-to-day (often real- intelligence: Reimagining the organisation in
the ‘Age of With’, for more.
time) flow of work.
3
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About Deloitte
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network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent
entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to
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Introduction2
Conclusion21
Endnotes24
Automation with intelligence
Introduction
Humans have misjudged robots. They are often seen as job thieves, threatening
workers with redundancy. Artificial intelligence AI only makes their perceived
threat worse. Perhaps these thinking machines could, like the fictional robots
of the science-fiction writer, Isaac Asimov, begin to decide humans are super-
fluous. Our image of the robot, shaped by popular culture, is not a positive
one. Yet, this prejudice should be put aside. Robots, especially thinking ones,
are to be welcomed, not feared.
M
ACHINE INTELLIGENCE CAN complement In May 2019 Deloitte invited executives to take part
human intelligence. Humans are creative, in an online survey of their intelligent automation
imaginative, strategic, tactical and inven- strategies and the impact on their workforces.
tive. Robots are better suited to tasks that humans We received responses from 523 executives
find difficult and dislike. The inspection of vast in a range of industries in 26 countries across
amounts of data and search for patterns in that data Africa, the Americas, Asia and Europe, with a
might involve endless repetition. It would exhaust combined annual turnover of $2.7 trillion.
any human brain, but not a robot one.
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Automation with intelligence
3
Automation with intelligence
R
OBOTIC PROCESS AUTOMATION (RPA) can DEFINITIONS
bridge multiple different systems and inter-
Robotic process automation: RPA is the
faces. RPA uses precisely programmed ‘bots’
automation of business processes in which
to automate specific routine tasks, reducing pro-
software performs tasks that can be codified
cessing time dramatically and ensuring greater
by computers. It is often referred to as
quality by providing consistent results with negligi- ‘robotics’ or ‘robots’, and is defined as the
ble errors. In addition, if implemented effectively, automation of rules-based processes with
RPA can free up the workforce to focus on more software that utilises the user interface and
strategic activities or customer-focused tasks. which can run on any software, including
Web-based applications, ERP systems and
Our analysis reveals that organisations are not only mainframe systems.
continuing to use RPA, but are moving beyond by
Artificial intelligence: AI technologies perform
seeking to ramp up deployment of intelligent
tasks that previously required human
automation. Fifty-eight per cent of surveyed
intelligence, such as extracting meaning from
executives report they have started their intelligent images, text or speech, detecting patterns and
automation journey. Of these, 38 per cent are anomalies, and making recommendations,
piloting (1-10 automations), 12 per cent are predictions or decisions. They include
implementing (11-50 automations), and eight per machine learning, deep learning, natural
cent are automating at scale (51+ automations). language processing and generation.
The number of organisations deploying at scale
Intelligent automation: The combination of RPA,
has doubled compared to our 2018 findings.
AI and other related automation technologies.
4
Automation with intelligence
FIGURE 1
5
Automation with intelligence
Forty-seven per cent of organisations have already Further evidence suggests intelligent automation
combined RPA and AI as part of their intelligent implementations are exceeding expectations. Organisa-
automation strategy. They report higher increases tions piloting intelligent automation expect an average
in revenue to date as a result of their automations, payback period of 15 months; those in the scaling
averaging a rise of nine per cent. Those only using phase report an average payback after just nine months.
RPA report just a three per cent increase in revenue.
Based on our past research, Deloitte concludes that
most organisations are making steady progress in
the application of intelligent automation, though
many are thwarted by significant barriers.
FIGURE 2
Process fragmentation, the way daily processes are managed in a wide range of methods at the
desktop level, is felt by 36 per cent of survey respondents to be the biggest barrier. IT readiness,
in terms of infrastructure and systems, is considered the biggest barrier by 17 per cent of organisations.
Organisations piloting automation also see a lack of vision and ambition for intelligent automation
as a key barrier, while speed of implementation becomes much more significant for organisations
implementing or scaling automation.
An emerging key trend is that organisations often lack the talent to, for example, develop Centres of
Excellence. That creates significant demand for third-party vendors, such as system integrators. Deloitte
anticipates a shift from building in-house capabilities to buying automation as a service, driven by
continuing cost pressures (in part driven by digital disruption), transition to cloud technologies, talent
shortages and the challenge of managing a rapidly changing product and vendor ecosystem.
Accompanying this is a transformation in the role of Centres of Excellence. These are evolving from
‘enablers’ of intelligent automation to ‘internal marketplaces’ or ‘exchanges’ for digital assets. Some
are even going beyond this to become ‘directors’ of operational improvements powered by intelligent
automation. This is an important trend and is eflected in the creation of open marketplaces by RPA
vendors, for example.
6
Automation with intelligence
FIGURE 3
FIG 03
Percentage of organisations agreeing or disagreeing they have a clear understanding
of how to capture value from intelligent automation
Strongly agree Agree Disagree Strongly disagree
4%
Piloting (1-10 automations) 46% 45% 4%
7
Automation with intelligence
Other aspects that distinguish organisations scaling Scaling organisations have also made significant
automation are a highly supportive IT function with efforts to create mature process definitions,
the required technology, infrastructure and cyberse- standards and process management, with the
curity in place (see figure 4), as well as agile, standards controlled by a Centre of Excellence.
multidisciplinary teams capable of implementing Some 65 per cent of organisations in the imple-
automation at pace. There is also strong emphasis menting and scaling phase hold this latter
on appropriate governance, project management proposition to be true, as opposed to only
and technology. 32 per cent in the piloting phase.
FIGURE 4
FIG 04 of organisations agreeing or disagreeing they have governance,
Percentage
project management and technology in place
Strongly agree Agree Disagree Strongly disagree
8
Automation with intelligence
9
Automation with intelligence
The strength of intelligent automation comes to the fore when RPA combines
with AI to enable applications that go beyond the routine to the innovative:
from collecting and processing data to analysing and making contextual deci-
sions. However, a significant number of survey respondents (48 per cent) admit
to neither thinking about nor implementing an intelligent automation strategy
that includes AI yet. Another 36 per cent include AI in their strategy, but not
at scale. Only 11 per cent of organisations are currently scaling solutions that
include artificial intelligence.
The aim was to use AI to unlock the data held in electronic medical records, permitting more efficient
processing, intelligent analysis and improved decision-making in order to overcome service challenges.
Natural language processing (NLP) was used to read incoming GP referrals to the gastroenterology service.
The AI solution suggested the most likely triage outcome, urgency status and clinic or diagnostics for
referral. Two RPA solutions were used: one to pull the electronic medical records into the AI and another
that actively looked into a Structured Query Language (SQL) database for updates on whether the AI had
made its decision. If it had, the RPA pulled the decision into the appointment booking system.
Deloitte applied a methodology which combined two classification models – ‘AI-I’ to predict the
urgency status and ‘AI-II’ to predict the clinical outcome. By splitting the prediction problem in two,
the accuracy significantly improved compared to a single model which would predict the triage
outcome in one step.
Within the AI modelling, feature engineering was used to convert free text into a machine-readable
format. Then classification was used to make decisions based on the characteristics extracted from
feature engineering.
10
Automation with intelligence
Triage
AI Urgency Classifier (AI-I) AI Clinic Outcome Classifier (AI-II)
outcome
Colonoscopy
No urgency required Endoscopy and endoscopy
Other category
The feature engineering used Term Frequency – Inverse Document Frequency (TF-IDF).
This looked not just for key words but also for how often they appeared in a given document
compared to the document base as a whole. It automatically learned to map words into a
‘vector space’. Each term can then be represented in a numerical form.
The baseline classification model used ‘traditional’ machine learning models such as support vector
machine, random forests and k-nearest neighbours. It also used convolutional neural networks (a
type of deep neural network model) to look for patterns in word representations
that identifed the triage outcome of the referral letter.
Thanks to the success of clinically-led proof of concept and pilot work, this AI model has now been
approved by the client clinical risk committee under an appropriate governance and control model
to automate triage of two cohorts of patients, focusing on urgent suspected cancer referrals.
11
Automation with intelligence
Early adopters and positive Organisations combining RPA and AI also report
returns higher increases in revenue as a result of their
automations to date, compared to those using RPA
Organisations that are implementing and scaling alone (8.5 per cent versus 2.9 per cent). They also
intelligent automation are more likely to be achieve greater gains in workforce capacity both in
combining RPA and AI. Likewise, those that the back office and their core business operations.
are incorporating AI as part of their intelligent It is clear that executives believe they derive more
automation strategy are more likely to report that economic benefit and improve their competitive-
deployment meets or exceeds their expectations. ness by integrating AI and RPA rather than using
both in isolation.
FIGURE 5
Automations combining RPA and AI deliver above expectations more than RPA
only deploymentsSource:
Improved accuracy
Combining RPA and AI RPA only
Improved analytics
Combining RPA and AI RPA only
FIGURE 6
Organisations are most likely to use machine intelligence, least likely to use
computer vision
Already implemented We will implement in the next 3 years No plans to implement
Natural language
25% 61% 15%
processing or generation
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Automation with intelligence
The most popular AI solutions currently being A potential solution is to place more focus on training
implemented as part of intelligent automation management and staff. This should lead to better
strategies are predictive algorithms or machine understanding of the technologies, permitting the
learning-based solutions, expert or rule-based construction of use cases and development roadmaps.
systems and natural language processing or
generation (NLP/NLG). Deloitte expects this will
DEFINITIONS
change, with deep learning in particular becoming
more prominent. Some 18 per cent of respondents Predictive algorithms or other machine
learning-based solutions: systems that
have already implemented deep learning and
can learn from and make decisions and
55 per cent are planning to do so.
predictions based on data.
Deep learning: a specific type of machine
Barriers to AI implementation learning that uses cascading layers of model
parameters to learn and represent a hierarchy
of concepts. Examples include speech and
Organisations including AI as part of their intelli-
image recognition.
gent automation strategy see the three biggest
barriers to implementation as the identification Natural language processing or generation:
of appropriate use cases; data issues (for example, systems that help computers analyse or
privacy or quality); and the availability and capa- generate human language. Examples include
bility of talent. automated analysis of customer emails or
conversational technologies such as chatbots.
Executives consider that identification of use cases Computer vision: analysing digital images or
is difficult because the ‘buzzwords’ associated with videos and creating classifications or high-level
the technology are confusing and many of the descriptions that can be used for decision-
making and action.
technology definitions seem to overlap. When an
organisation lacks in-house expertise, it can be Expert systems/rule-based systems: systems
difficult to cut through the terminology and shape that represent knowledge as a set of rules
an idea into a concept that can be delivered. (derived from human experts) that say what
to do or decide in different situations.
FIGURE 7
Use case identification and data issues are the biggest barriers to AI implementation
Identification of appropriate use cases 26%
Cost 13%
Challenges in measuring
9%
and proving business value
Other 6%
Information security and
6%
data governance concerns
Issues working with partners/vendors 4%
Lack of communication between
1%
data scientists and end users
13
Automation with intelligence
Artificial intelligence has now come of age. Deloitte refers to this as the Age
of With: a world where humans are aided and augmented by automation.
The power of automation is the power to reimagine the way organisations do
things. But that can only happen when organisations understand the tools AI
gives them and are ready to absorb and adopt these technologies.
A
I INCREASES THE productive capacity of Even organisations that have automated at scale
the human workforce. Over 90 per cent of (51+ automations) are not yet thinking about this,
organisations surveyed expect it to increase with 53 per cent stating that they have not yet
their workforce capacity. On average, they expect a explored whether their workforce needs to reskill
26 per cent increase in back office capacity over the as a result of their automation strategy.
next three years and a 17 per cent increase in capac-
ity in their core business operations. Despite the
opportunity presented by intelligent automation to
Almost two-thirds of
increase productivity, 44 per cent of organisations organisations
have not considered
have not yet calculated how their workforce’s roles
and tasks, and the way tasks are performed,
will change. what proportion of their
workforce needs to retrain
as a result of automation.
14
Automation with intelligence
FIGURE 8
Percentage of the workforce that has seen changes to their roles, tasks and
ways of working as a result of intelligent automation, implementing and
scaling respondents
44%
30%
13%
8%
6%
0% 0%
According to survey respondents, on average, 19.5 per cent of workers have seen a change to their roles
or ways of working because of the implementation of intelligent automation.
FIGURE 09
12%
10%
8%
3% 5%
2%
Percentage of workforce
Source: Deloitte analysis. n=302
Deloitte Insights | deloitte.com/insights
According to survey respondents, on average, 29.4 per cent of workers will have to retrain in the next
three years as a result of the implementation of intelligent automation.
15
Automation with intelligence
Reimagine with a human focus Deloitte’s Voice of the Workforce in Europe found
that 65 per cent of workers believe they need to
In many ways technology has leaped ahead of acquire advanced IT skills to ensure their future
executives and organisations, and the human employability.3 However, where retraining is
element needs to catch up. As automation becomes offered, it focuses instead on process skills such
more prevalent in the workplace, there is a need to as active listening and critical thinking, cognitive
put meaning back into work and an opportunity for abilities such as creativity and problem solving,
organisations to address the ‘human experience’.2 and system skills like decision-making and systems
analysis. There is clearly a perception gap between
Reskilling based on how the human workforce will the skills identified by employers as being critical to
interact with machines, including changes to role their newly automated and digitised organisations
definitions, should be baked into organisations’ and the skills that employees believe they will need
plans for intelligent automation adoption in order in the future.
to capitalise on the expected increase in workforce
capacity. But 38 per cent of organisations are not There is clearly a perception
yet retraining employees whose roles have changed.
gap between the skills
Deloitte notes that even where organisations
offer retraining, this tends to be an afterthought:
identified by employers as
something to be addressed once technologies have being critical to their newly
been implemented. Workforce retraining, and
the resources needed for this, should be part
automated and digitised
of the intelligent automation adoption plan. organisations and the skills
that employees believe they
This is key to the success of future human-
machine collaboration.
To take full advantage of automation, organisations are having to redesign jobs to focus on finding
new human dimensions of work. The report concludes this will involve the creation of new ‘superjobs’.
Superjobs combine work and responsibilities from multiple traditional jobs, using technology to
augment and broaden the scope of the work performed and involve a more complex set of domain,
technical and human skills. These roles will leverage the significant productivity and efficiency gains
that can arise when people work with technology.
The outlines of the future workforce are only slowly emerging, but the issue will assume greater
urgency for organisations as the benefits of intelligent automation become widely diffused, and
complementary waves of innovation, such as AI and machine learning, are implemented as well.
16
Automation with intelligence
To prepare the workforce for the impact of automa- Accessing talent to deliver
tion successfully, identifying the jobs of the future intelligent automation
and ensuring the right skills are available, organisa-
tions cannot simply rewrite existing job Over a third of executives acknowledge that a lack of
descriptions. Instead, work should be defined by: the skills required to deliver the new technologies is
one of their top three barriers to scaling intelligent
• the outputs and problems the workforce solves, automation. This shortage is more pronounced in
not the activities and tasks executed organisations just starting their automation jour-
neys: 59 per cent of those piloting automation believe
• the teams and relationships people engage with they lack the workforce capacity and skills needed to
and motivate, not the subordinates they supervise deliver their strategy.
• the tools and technologies that both automate At the moment it is difficult to hire external talent to
work and augment the workforce to increase fill this gap. Demographic trends are shrinking the
productivity and enhance value to customers pool of available talent. By 2028 there will be up
to 8 million fewer workers in Europe than today.
• the integration of development, learning and Low birth rates in recent decades and people
new experiences into the day-to-day (often real entering the labour market at a later age mean
time) flow of work. 4
fewer young people are set to enter the workforce –
particularly in European countries. Meanwhile,
a significant part of the workforce is approaching
LESSONS FROM THE FRONTLINE retirement age. According to Eurostat data, in EU15
Workforce evolution countries, 16 per cent of all employees were between
55 and 64 years of age years old in 2017 – almost 25
Westpac has developed a ‘Skills for Life’
million individuals.5
programme as a basis for future
workforce planning.
In this tightening market for talent, organisations
Westpac, Australia’s first and oldest bank, cannot expect to source enough workers with all the
has an ambitious plan to create a seamless capabilities they need externally and must develop
experience for customers and reduce costs by
people internally. We see two main sources of
using digital technologies to simplify processes
capabilities that can be leveraged more strategically,
and consolidate systems. Westpac expects
neither of which has been tapped to their fullest
these technologies to create as many jobs as
potential to date.
they eliminate. But the new jobs will require a
different set of skills from those prevalent in
the company’s 40,000-strong workforce.
To identify jobs of the future
Following a future workforce modelling
exercise, which identified the roles that will and ensure the right skills
be most augmented or displaced by cognitive
technologies, Westpac was able to identify the
are available organisations
skills its future workforce will need in order to cannot simply rewrite
existing role descriptions.
work with cognitive technologies. These
include creative problem-solving, effective
communication and personal resilience skills.
17
Automation with intelligence
Organisations need to curate learning content that In recent years, the relationship between workers
links directly to future jobs, thereby helping workers and many organisations has changed, allowing for
build the skills they need for specific roles, including a portfolio of different types of company-worker
hybrid jobs and ‘superjobs’. Leadership needs to configurations and contracts (full-time, part-time,
commit to the idea that employees spend a portion contract, freelance, gig).7 Organisations should better
of their time learning. utilise the ‘alternative workforce’, which offers
short-term access to highly-skilled workers during
Older workers represent a greater proportion of the the implementation and scaling of automation.
workforce than those aged under 35. Incorporating
lifelong learning and reskilling these older workers will
be key to delivering intelligent automation at scale.6
Tanya Telford is carving out a new career in the fast-moving field of robotics. A former executive
assistant, she was one of the first to enrol in the Robotic Process Automation and Data Visualisation
Assured Skills Academy. Now working in consulting, she is helping clients to understand just what
robots can do.
“When I saw the advert for the robotics academy I jumped at the chance,” she says. “I’ve always been
interested in technology but didn’t study it at university, so to have an opportunity to retrain in such a
new and exciting area, while learning core consulting skills, was amazing.”
The academy, which launched in January 2018, ensures a pipeline of specialist talent. The 11-week
course is part of the Assured Skills Programme, an employment initiative funded by Northern
Ireland’s DfE.
Based at Belfast Metropolitan College, the academy was developed from scratch by Deloitte’s Belfast
Delivery Centre, a nearshore Centre of Excellence for Deloitte UK. Without an existing curriculum, they
worked closely with the college, DfE and Deloitte practitioners to understand exactly what the
market needed.
Colin Mounstephen, who leads the team that developed the academy, says, “The goal was not only
to gain skilled recruits, but to provide graduates in Northern Ireland with the opportunity to build the
skills, knowledge and experience needed to gain high quality jobs in this in-demand area.”
“We’re leading the way,” Colin adds. “We have collaborated with Belfast Metropolitan College to train
and retrain people from all backgrounds. Our Belfast team now has analysts who can deliver complex
RPA solutions and we’ve begun to see the impact, with a number of successful public sector projects.”
The Belfast Delivery Centre has earned a reputation for its innovative approaches to developing talent.
The robotics academy cements that.
18
Automation with intelligence
FIGURE 10
Managers and
team leaders 17% 67% 16%
19
Automation with intelligence
We also quickly appreciated that RPA delivers much more than just cost benefits and now have
automations delivering increased revenue and improved speed to service, compliance and controls.
We use Agile methodology which fits perfectly with RPA development. We create the automations
using sprints to leverage realisable benefits with each deliverable, so advancing business value. Agile
also allows the stakeholders to gain confidence in what we do, ensuring that we bring the humans
with us, which is not always easy. And we are able to challenge assumptions along the way and either
extend or cut back the automation to achieve optimum cost benefit.
I always find it interesting that people have accepted intelligent automation and digital technologies
in their day-to-day lives, but they struggle to translate this use into something meaningful in the
workplace. Many organisations are yet to explore the full potential of intelligent automation but RPA
is a great first step and opens the door for more opportunities.
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Automation with intelligence
Conclusion
2
019 LOOKS TO be a breakout year for Organisations that have mature process definitions,
intelligent automation. Firms have targeted standards and process management and have the
low-value opportunities for task-based auto- support of an effective Centre of Excellence are most
mation and will increasingly seek to incorporate likely to benefit most from intelligent automation.
more advanced analytical and AI technologies as Likewise, those organisations that develop the skills
part of their solutions. Successful exploitation of the to redesign workflows and enhance the capabilities
possibilities will require organisations to develop a needed to harness intelligent automation will be
clear path to scalability that delivers quantifiable better placed to take advantage of the opportunities.
results and return on the investment.
21
Automation with intelligence
Justin Watson
Partner | +44 (0)20 7007 2777 | justinwatson@deloitte.co.uk
Justin is the global leader of Deloitte’s Robotic and Intelligent Automation business. He helps clients
achieve step-changes in performance by adopting and working seamlessly with digital workforces in
everything they do. Under his leadership, Deloitte teams develop tailored strategies for adoption at scale,
implement high performing intelligent automations using automation, AI and analytics technologies, and
serve and manage market leading digital workforces on behalf of the world’s leading organisations.
Steven W. Hatfield
Global Future of Work leader | +1 917 439 8845 |sthatfield@deloitte.com
Steven is the Global Future of Work leader, a principal with Deloitte Consulting and a leader in the
Workforce Transformation practice serving global clients.
David Wright
Partner | +44 (0)20 7007 8156 | dwright@deloitte.co.uk
David is an intelligent automation leader within Deloitte in the UK. He has over 20 years consulting
experience delivering transformational change through process excellence and shared service delivery
models. For the past five years, he has focused on building Deloitte’s intelligent automation capabilities.
David is a delivery focussed partner and has recently worked with organisations in the private sector to
scale up their intelligent automation programmes.
Dupe Witherick
Senior manager | +44 (0)20 7007 1717 | dwitherick@deloitte.co.uk
Dupe has over 15 years of global operational finance and cross-functional consulting experience.
She also has extensive experience of large-scale national and global Robotic Process Automation advi-
sory and delivery projects. Most recently Dupe led an initiative to build a reusable Intelligent Document
Processing solution, combining RPA with cognitive components to maximise the solution’s potential.
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Automation with intelligence
Lauren Coe
Manager | +44 (0)20 7007 3309 |lcoe@deloitte.co.uk
Lauren leads Deloitte UK‘s Future of Work Centre of Excellence, which analyses the disruption driven by
exponential growth in intelligent automation, connectivity, talent models and the work which is being
delivered. The CoE adapts and learns with clients to understand how jobs can be designed to drive a
positive human experience.
Richard Horton
Senior manager | +44 (0)20 7007 7274 |rhorton@deloitte.co.uk
Richard is a researcher for Deloitte UK. He writes and speaks on a range of subjects including agile,
automation, cloud, digital transformation and the future of work.
Contact
Justin Watson
Partner
Global Intelligent Automation Leader
+44 207 007 2777
justinwatson@deloitte.co.uk
ACKNOWLEDGMENTS
The authors would like to thank Georgina Dowling , Jessica Green, James Guszcza, Oscar Hamilton,
Aoife Kilduff, John Leonard, Fei Liao, Shaardul Mandlekar, Ashley McKeever, Kishan Pattni, Tanya Telford
and Andy Wilmer for their contributions to this article.
23
Automation with intelligence
Endnotes
1. Global Market Insights, “To 2024, robotic process automation market to see 20%
CAGR,” MarketWatch, October 5, 2018. https://www.marketwatch.com/press-release
to-2024-robotic-process-automation-market-to-see-20-cagr-2018-10-05.
2. Deloitte Insights, 2019 Deloitte Global Human Capital Trends, 2019. https://www2.deloitte.
com/content/dam/insights/us/articles/5136_HC-Trends-2019/DI_HC-Trends-2019.pdf
3. Michela Coppola et al., Voice of the workforce in Europe, Deloitte Insights, November 29, 2018. https://www2.
deloitte.com/content/dam/Deloitte/ce/Documents/about-deloitte/voice-of-the-workforce-in-europe.pdf
4. Deloitte Insights, 2019 Deloitte Global Human Capital Trends, 2019. https://www2.deloitte.
com/content/dam/insights/us/articles/5136_HC-Trends-2019/DI_HC-Trends-2019.pdf
5. EEurostat, “Employment rate of older workers, age group 55-64,” accessed August 29, 2019.
https://ec.europa.eu/eurostat/web/products-datasets/product?code=tesem050.
7. Art Mazor et al., Measuring human relationships and experiences, Deloitte Insights,
June 20, 2019. https://www2.deloitte.com/us/en/insights/focus/technology-and-the-
future-of-work/measuring-human-relationships-and-experiences.html
8. Carolyn O’Boyle and Susan K. Hogan, Engaging workers as consumers, Deloitte Review 24, January 2019.
9. John Hagel III, “Robots can restore our humanity,” presented at SXSW, March 2017.
24
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